Franciscan Workers of Junipero Serra

Transcription

1 Franciscan Workers of Junipero Serra Strategic Plan Introduction The Franciscan Workers of Junipero Serra (FWJS) is a 501(c)(3) public benefit corporation founded in 1982 with the purpose of serving homeless people and others living in extreme poverty. The organization s programs offered on Soledad Street in Salinas, California include Dorothy s Kitchen, serving approximately three hundred meals each day to the homeless; Dorothy's Place Drop-In Center, providing a welcoming haven for homeless individuals; House of Peace, offering indigent women an opportunity to live together as a community; Women Alive! Emergency Shelter, offering walk-in emergency services; the Health Clinic, open once a week and staffed with volunteer doctors and nurses; St. Clare s Corner, a neighborhood outreach program; and Companions of the Way, an intentional community of individuals who live together and devote themselves to the support and administration of many FWJS programs and services. This is the result of a year-long process establish by the Board of s to address significant organizational changes, including corporate management issues stemming from the departure of the founding executive director, a shifting social and political environment, and continuing financial challenges. These changes have led the organization to an assessment of the current internal and external forces that have negatively impacted personnel, programs, and funding, and have called for the creation of a Strategic Plan that will guide the organization s future. A Strategic Planning Committee established by the Board of s and comprised of Board and staff shepherded the planning process. The process included: A series of Strategic Planning Committee meetings designed to conduct a Strength, Weakness, Opportunities, and Threats (SWOT) Analysis on each of four identified focus areas: Board Development, Organizational Structure, s and Services, and Fund Development. Committee-member interviews with key Board and staff and with selected guest constituents to gather a list of issues and concerns in each of the four focus areas; Two facilitated planning sessions in which the Strategic Planning Committee s findings were discussed by a broader group of Board, staff; and the identified strategic issues and concerns were elucidated and refined in preparation for the Board, Staff, and Stakeholders Retreat ; A Board, Staff and Stakeholders Retreat that centered on an examination of past and current organizational values, policies, and practices that continue to obstruct the resolution of strategic issues identified in the four focus areas. A new direction for the organization, beginning with the development and adoption of new Mission and Vision Statements was articulated:

2 Franciscan Workers of Junipero Serra 2 A final Board and Staff retreat to re-define the organization s Mission and Vision Statements and to develop goals and action plans designed to address the strategic issues identified in each of the four focus areas (Board Development, Organizational Structure, Fund Development, and s and Services). The development by Board and staff members of specific policies, procedures, goals and objectives, and related activities and the adoption of these by the Board of s through the approval of this. Vision and Mission Statements The Board of s of the Franciscan Workers of Junipero Serra have adopted the following Vision and Mission Statements: Vision Statement The vision of the Franciscan Workers of Junipero Serra is to live, to love and to work in harmony; to serve the marginalized, to create partnerships that are mutually liberating, and to pursue social justice with respect and dignity for all, in the spirit of St. Francis and Dorothy Day. Mission Statement With love, respect and compassion, the Franciscan Workers of Junipero Serra provide essential services and transitional support to people experiencing the injustice of homelessness and extreme poverty. Recipient Population The working poor who cannot afford housing or food. Senior citizens who are indigent and facing serious medical crises. Multi-generational families for whom Soledad Street has been their lifelong home. People of faith and musicians who have fallen on hard times and lack family connections. Teachers, gardeners, farmworkers and poets whose life traumas have led to substance abuse and addiction. Survivors of domestic violence seeking refuge. Writers and community volunteers experiencing familial and societal discrimination due to their sexual orientation or gender identity. Mothers and fathers released from prison without benefits or strategies for re-entering society. People seeking the dignity of clean clothing and appearance to help relieve social prejudice. People living at the crossroads of oppression and life. s and Services Dorothy s Kitchen offers an ambience of hospitality and care while it meets an urgent and fundamental need for food. FWJS invites all people who are living with limited or no resources and who are hungry to enjoy delicious meals daily at no cost. The dining area s modern commercial kitchen is home to a talented, professional chef, support staff, and

3 Franciscan Workers of Junipero Serra 3 dedicated volunteers who plan, prepare, and serve one-hundred-fifty hot breakfasts and two-hundred hot dinner-style lunches every day of the year. The food is offered in an atmosphere of respect that values all guests equally. Generally this unabashed spirit of acceptance is the first and perhaps most important contact with FWJS. Volunteers play an integral role in the life of Dorothy's Place, giving of themselves to help others. On the weekends, local faith communities, schools, and civic organizations take responsibility for the operation of the kitchen. The staff of Dorothy s Kitchen takes great pride in the quality of the food served and is always looking for new partners and suppliers of fresh produce and other farm products. Dorothy s Place Drop-In Center: Was established to access basic services that nurture, heal, and build strength. Here the disabling isolation of living on the streets can give way to individual dignity as guests find help in addressing their daily needs, including restrooms, showers, mail, and laundry services. House of Peace: Providing wellbeing for twelve adults who have experienced chronic homelessness, living together as a community, residents socialize with and support each other on their journey toward positive, healthier lifestyles. House of Peace, Women Alive! Emergency Shelter: This shelter is currently the only place single women, including transgender women, can find walk-in emergency shelter services in Monterey County. Health Clinic: Designed to complement the other services offered at the Drop-In Center by providing on-site availability of medical services. Volunteer doctors and nurses from Natividad Medical Center together with community volunteers help staff the clinic on a weekly basis. The health clinic is open on Wednesdays from 12:30 to 2:00 p.m., and logs about 1,300 visits every year. St. Clare's Corner: Continues FWJS vision of neighborhoods of mutual aid, providing household goods, clothing, and food weekly during the winter to about 260 families who live near the Companions of the Way Community in East Salinas. Strategic Issues FWJS Strategic Issues are analyzed through four focus areas: Board Development, Organizational Structure, Fund Development, and s and Services. A. Board Development FWJS Board of s is comprised of skilled, engaged, and committed individuals. The following strategic issues should be addressed to broaden community participation at the Board level and improve Board effectiveness: B. Fund Development 1. Board Succession Planning The Board needs renew itself through a process of bringing on new Board members. It should develop a Board Succession Plan focused on achieving greater diversity

4 Franciscan Workers of Junipero Serra 4 among its members (Latinos, homeless, under forty years of age; connected to agriculture and to faith-based organizations, etc.). The Board should also adopt Standards of Behavior for its members. These should be included in the Governance Manual. 2. Policy and Oversight The Board should adopt an Executive Transition Plan. The Board should assert greater oversight in addressing potential risks and liabilities. The Board should also adopt Standards of Behavior for its members. These should be included in the Governance Manual. 3. Board Process Board leadership should be strong in facilitation skills. The Board should be mindful of how diversity, power, and voice are manifested in Board decision-making. 4. Board and Staff Relations. The Board should improve communication with Staff regarding its decisions. It should always strive to consider how its decisions impact staff and the population served. The Board should structure opportunities to meet with Staff, Volunteers, and Guests to examine operational issues from various points of view and to learn together through facilitated dialogue. Goal 1: To develop a Board Governance Manual that contains the Organization s legal documents and governing policies and procedures. Create administrative policies and procedures that are currently lacking, including: Board Succession Plan and Recruitment Policies, and Matrix of Board Skills and Experience A Description of the Board s Decision-making Process Description of the Board s Committees and their Responsibilities 1/30/15 Strategic Planning Committee with support of Full 1/30/15 Board and Staff 1/30/15 1/30/15 Financial Policies and Procedures 3/30/15 Fund-Development Plan 3/31/15 Human Resources Manual 12/31/15 Executive Transition Plan 6/30/15

5 Franciscan Workers of Junipero Serra 5 Standards of Behavior for Board Members 12/31/14 Standards of Behavior for Staff 1/30/15 Standards of Behavior for Volunteers 1/30/15 Standards of Behavior for Guests 1/30/15 Standards of Behavior for Companions Community. 12/31/14 Goal 2: To utilize the Board Governance Manual as a tool for training FWJS Board members on their fiduciary responsibilities. Train current Board members using the new Board Governance Manual. Orient new board members using the new Board Governance Manual. 1/30/15 Strategic Planning Committee & Full Board Goal 3: To create a Continuum of Services for the Organization and create systems for measuring the progress of individuals who choose to become actively engaged in this Continuum of Services. Define the Continuum of Services available to FWJS constituents. Define how one accesses the Continuum of Services and moves from one service or program to another. Develop clarity on the definition of the word advocacy in the context of the Organization s Continuum of Services. Define how advocacy affects and guides decisions in programs and fund development. Create data tracking systems that measure the efficiency and effectiveness of FWJS s s and Services 3/30/15 Strategic Planning Committee & Full Board 3/30/15 12/31/14 3/30/15 3/30/15

6 Franciscan Workers of Junipero Serra 6 B. Fund Development 1. Maintaining Donor Relationships FWJS is blessed to have a strong base of donors. In the past, it has done an adequate to good job of maintaining donor relationships; however, staff cutbacks and reduced resources are constraining donor-feedback systems. Contributions from individual donor are not growing. What social and/or economic forces are negatively impacting donations? FWJS must develop the resources needed to hire a Fund Development. 2. Maintaining BINGO Revenue FWJS earns significant revenue from BINGO. Is the Organization doing enough to strengthen and promote its weekly session? Is BINGO an FWJS stepchild? Clarify attitude at Board level regarding our short- and long-term commitment to BINGO as a primary funding source. 3. Foundation Grants and Grants from Public Agencies Generally, these types of grant funds require that the grantee is able to demonstrate specific outcomes from its programmatic activities. FWJS has never developed tracking systems that respond to this requirement. The Organization s priorities have placed a premium on creating a non-threatening, open, and hospitable atmosphere. Can this ambience be maintained if FWJS develops a Continuum of Services approach and begins to monitor and track the progress of its constituents? 4. Public Relations and Marketing s FWJS lacks a full-time Fund Development staff person. Opportunities to strengthen relationships with current donors and to develop new donors are constrained. Communications with donors have been inconsistent, which is likely an important reason for the reduction in individual donor support. The Organization has not tapped into the full potential of micro-enterprise opportunities. Again, staffing shortages have constrained pursuing such opportunities. Because of limited resources, FWJS Newsletter has not been published on a regular basis. The Organization has not developed adequate social media strategies for enhancing its fund development activities. 5. Board and Staff Training FWJS Board and Staff are minimally engaged in the Organization s fund development activities. Board and Staff are not trained in fund development. The Executive has both training and capacities in this area, but does not have adequate time to give it the attention it needs. 6. Capital Funds and Other Special Needs Funding

7 Franciscan Workers of Junipero Serra 7 FWJS has no funds and no fundraising program to address its capital needs. These include resolving its long-term facility issues and the improvement and maintenance of its facilities. A movement is afoot to develop a new Neighborhood Social Services Campus for the Soledad Street homeless population. FWJS should have a central role in this effort; however, it must seek and obtain new funding to support this additional activity. Goal 1: To increase private donations by twenty percent each year during this Strategic Plan s three-year timeframe by developing and implementing a Fund Development Plan. Form a Board Committee charged with producing a Three- Year Fund Development Plan. Evaluate funding sources and donor demographics, using available data, including type of donor, type of gift, gift size, cost of obtaining the funds, restricted vs. unrestricted, age, how they gave, mechanism, locality, etc. Analyze the donor relationship with the organization, i.e., donor experience, appeals and communications received, outreach. Analyze the environment, including current forces of change, giving climate, economy, policy, politics, public perception, etc. Provide analysis/report to Finance and Development Committees 3/15/15 Board s Fund Development Committee Goal 2: To increase the use of social media in FWJS Fund Development Activities. Evaluate current social media efforts and how they relate to FWJS donor demographics. Recommend improvements in social media usage. Provide report and educational information on social media to the Board. 3/15/15 Goal 3: To increase Board members participation in fund raising through the adoption of specific strategies as defined in the Fund Development Plan; and provide needed training.

8 Franciscan Workers of Junipero Serra 8 Obtain Board commitment fund development goals. Research local training resources (including Community Foundation). Assess current Board strengths and weaknesses in fundraising, and determine needed curriculum. Create a foundational document with internal training resources, outside training, schedule, and fundraising opportunities for board members to use. Devise training schedule. Create mechanisms & alternatives for board to fundraise, including an annual board fundraiser. Work with Board Development committee to determine scope of Board fundraising expectations. Integrate training into the Capacity-Building Plan. 6/1/15 Fund Development Committee Goal 4: To seek and obtain funding for capital improvements and Social Services Campus. Assess capital improvement needs throughout all facilities and departments with input from Board, Staff and Companions Community members. Develop a prioritized timeline of work needed. Develop a budget for work, which includes volunteer and paid work, and donated and paid materials. Develop a fund development plan for capital and special needs expenses. Submit to Board for approval. C. Core s 1. Redefine FWJS programs and services. 6/30/15 Fund Development Committee Generally, FWJS programs are not structured to demonstrate specific outcomes and do not include case management activities. Some funders perceive that FWJS programs may even enable addiction. Is this perception impacting the organization s ability to secure foundation or public support?

9 Franciscan Workers of Junipero Serra 9 Because FWJS relies primarily on private donor funding, it has not had to track or measure Outcomes. Can we continue to rely primarily on private donations, and ignore foundations and public grants? 3. FWJS Lacks Continuum of Services, Case Management, and Client Tracking. Some FWJS programs have implemented evaluation methods that incorporate Outcome measures. Are those methods and tools transferable or adaptable to other programs? Will measuring Outcomes require a change in the traditional corporate culture of total acceptance and no expectations? Will such program changes challenge some of the organization s long-held values and practices? Are the same core values guiding all programs and services? 4. Continuing Safety Issues Safety concerns are negatively impacting Staff and Volunteers. How can safety be improved? What will make Staff and Volunteers feel safe in their work? Can Management change the feeling that the work environment is chaotic, traumatic, stressful? How can theft be reduced or eliminated? 5. s do not have adequate Staff and Volunteer support and lack structured training for either group. Goal 1: To redefine specific FWJS programs and services to the degree necessary to implement a Continuum of Services approach and to develop tracking systems that measure the progress of selected guests (clients) through the continuum of services and identifies and measures specific program Outcomes. Re-tool selected programs to establish production goals, tracking systems, and measured Outcomes. Create SMART Goals and identify related activities for each. Define Staff/Volunteer training needs and implement a Staff/Volunteer training program. 12/31/15 Executive and 6/30/15 s 12/31/15 Goal 2: To create a policies and procedures for each program Collect existing written policies and procedures. 3/31/15 Identify policies and procedures that need to be created. 1/31/15 Executive

10 Franciscan Workers of Junipero Serra 10 Write new policies and procedures, as needed. 4/30/15 and Submit policies and procedures to Board for approval 5/31/15 s Compile documents into a Policies and Procedures Handbook. 6/30/15 GOAL #3: To improve communications among Board, Staff, Volunteers, and Franciscan Workers Community members. Invite at least one to make a ten minute presentations to the Board at each Board meeting. Encourage Board members to visit every program at least twice per year. s President Goal 4: To increase staff capacities of Women Alive. Have meeting between kitchen and WA staff to increase the latter s access to food. 1/25/15 s Train all staff to be knowledgeable about resources. Hire more bilingual staff. Make case management an integral part of WA program. 6/30/15 Goal 5: To increase staff capacities in the Drop-In Center. Hire. 12/31/14 Hire bilingual staff. Hire women staff. Goal 6: Create volunteer infrastructure in each program Recruit, train, maintain and recognize volunteers for Dorothy s Place. Volunteer Coordinator Provide volunteer coordinators for each core program. 12/31/15 Executive

11 Franciscan Workers of Junipero Serra 11 Goal 7: Provide case management services that instill self-sufficiency for House of Peace residents. Create a system for case management. 1/31/15 Create a system for accountability to track progress. 1/31/15 Establish permanent supportive housing for senior transitioning out of House of Peace. 12/31/17 Executive Goal 8: Increase training for all staff Assess staff/volunteer training needs Assess and decide nature and frequency of trainings., annually Sept, annually Sept s s Develop training plan 9/30/15 s Connect with community resources and other staff to provide a variety of training sessions. s D. Organizational Structure 1. Administrative structure and systems and the decision-making authority should be better defined. 2. Expectations of staff and volunteers are unclear (How is accountability defined and monitored?) 3. Some key structural relationships are unclear (e.g., Intentional Community). 4. The organization has not openly addressed the impact of the transition from a founding executive director to new leadership. Greater clarity is needed regarding the role of the Executive.

12 Franciscan Workers of Junipero Serra 12 Goal 1: To establish and/or strengthen FWJS administrative systems Create new Mission Statement. Adopt annual Corporate Budget in a timely manner. Submit for Board review the Corporate Chart and written descriptions that reflect lines of authority and areas of responsibility for all staff, annually. Review the Corporate Chart and written descriptions, prior to annual meeting 12/31/14 12/31/15 1/31/15 2/28/15 Board and Executive Executive Board Goal 2: To create supervisory and evaluation systems governing the work of staff, volunteers, and companions Revise staff job descriptions. Create written document defining the roles and responsibilities of Volunteers. Create written document defining the roles and responsibilities of the Companions Community. 12/31/14 Executive s, Companions, Volunteer Coordinator Goal 3 has been revised Goal 3: To respond to concerns of outside groups by advocating on behalf of the homeless Participate in Old Town Association to communicate the needs of guests. Work with local civic and public groups that are seeking to improve services to the homeless. Continuous Board and others